DTU ProjectLab - User contributions [en-gb]

Mapping stakeholders

2014-12-01T22:43:29Z

Lugama3:

[[Category:Stakeholder Analysis]]

Stakeholders Mapping is the term used to describe the process of graphically analyzing stakeholders in order to understand them from different points of view. In that way, various analyses should be carried out, for better comprehension.
During research, it is common to develop ways of presenting the data that has been collected. The organization of data allows classifying and reviewing the information for obtaining valuable information. The representation of the content allows comparing and contrasting with the known data collected, or simply allows others to absorb or understand the data more easily. In the world of construction new projects, the most effective presentation of the data is graphical or pictorial <ref name= "Chinyio"/>.

''also refer to: [[Stakeholder Analysis]]''

==Objectives <ref name= "Chinyio"/>==

The objectives of the stakeholders mapping are:

* Develop a useful list of stakeholders.
* Evaluate the main characteristics of each participant.
* Present information in a way that helps the project team to effectively implement stakeholder's management initiatives.
* Replace subjectivity with objective measures.
* Make the measuring process easy to understand.
* Facilitate the review of the stakeholder’s analysis.
* Simplify the updating of the analysis during the construction phase.

==Mapping Methods==
Below are mentioned the stakeholder mapping techniques better known and commonly used.<ref name="Chinyio"/> These are the '''Salience Model''', the '''Power/Interest Grid''', and the '''Stakeholder Assessment'''.

===Salience Model <ref name = "Mitchell"/>===

The Salience Model is used to identify the needs of a stakeholder. Unlike other methods, this one uses three dimensions to classify the stakeholders:
*'''Power:''' is the ability of a social actor influence over another social actor to do something that would not have done otherwise, such a way that the results of a project or organization are affected. Some associate terms are:
*'''Legitimacy:''' Is the level of authority or having an actor involvement in socially constructed system of norms, values and beliefs system. E.g.: the authority of a stakeholder in a project.
*'''Urgency:''' The degree of attention stakeholders need, i.e. is the expected time to meet the expectations of the concerned.

====Graphical representation====
A Venn Diagram is usually used to represent this model, as seen in Figure 1.

[[File:Salience_model.png|600px|Figure 2. Graphical Representation of the Saliance Model]]

====Classification====
Depending on the level of power, legitimacy and urgency, the stakeholder would have a level of salience, which is the degree to which managers or researchers prioritize the satisfaction of the needs of the stakeholders. This three-dimensional view of stakeholders helps to identify needs and expectations of a project, which can be very useful for researchers in order to reduce the umber of key stakeholders. Stakeholders can be classified into 4 salience levels: High, Medium, Low and Null. Likewise each combination between power, legitimacy and urgency, requires different attention. Then, the stakeholders can be classified in four different groups: latent, expectant, definitive and non stakeholders.

* '''Non Stakeholders:''' Their priority level is null. These people are not of interest in the project. Investing time and effort in this type of people do not help the manager to get the results of the project in anyway.

* '''Latent Stakeholders:''' Here, three sub-groups can be formed, depending on their attributes:

** ''Dormant:'' That stakeholder who has power, but no legitimacy and urgency in their requests.
** ''Discretionary:'' It has legitimacy, but no power or urgency.
** ''Demanding:'' Has urgency, but no power or legitimacy.

The relevance of these stakeholders is low. Then, a manager's attention should be focused towards those with higher level of priority.

* '''Expectant Stakeholders:''' These are the stakeholder who have two types of attributes, and their importance should be medium. Is in between a passive and active level that requires certain attention to be satisfied. Again, they can be categorized in three sub-groups:

** ''Dominant:'' Is the situation in which the parties are both powerful and legitimate, but do not have the urgency. Here, the manager should focus on their expectations but, since there is no great urgency, it can always be postponed.

** ''Dependent:'' According to the model, these stakeholders have no actual power in the project, but have legitimacy and urgency. However, they need to be managed, as they can quite easily choose to side with other stakeholders and thereby influence the project.

** ''Dangerous:'' As indicated by their name, these actors have the power and urgency, but without legitimacy. Therefore, they have demands on the project without actually being a part of it. Such stakeholders should be kept satisfied by ensuring an adequate participation.

* '''Definitive Stakeholders:''' These type of stakeholders require a high level of attention, as their requirements are related to the three attributes (power, legitimacy and urgency). Its priority level is high.

===The Power/Interest Grid <ref name="Johnson"/> ===

The Power/Interest Grid (Figure 2), is a tool used to identify the expectations and power of stakeholders that helps in the understanding of political priorities. Power is defined as the level of authority of a stakeholder in a project, whereas influence is de level of involvement by the interested parties.

[[File:Power_influence_grid.png|600px]]

'''The main purpose''' of the Power/Interest Grid is:

* Establish a relationship between the interested parties and quadrants of the matrix.
* Have a clearer perspective on whom to manage closer and who requires less effort.
* Prioritize the stakeholders’ requests.
* Help to channel spending time and energy on the correct parties.
* Create strategies per level of influence to avoid stakeholder conflicts.
* Understand the proper use of the stakeholders’ power and influence level, to keep it or reposition it in project’s benefit.
*Predict future behaviour and respond from the interested parts to the strategies proposed. E.g.: in terms of persuasion.

====Interpretation of the quadrants====

Depending on the levels of power / interest, different actions should be taken for each stakeholder:

* '''Minimal Effort:''' for those who have low power and influence, it should not spend much time or effort on them.
* '''Key Player:''' They are the one who must be taken more seriously into account; they must have the major acceptability in the strategies taken for the project.
* '''Keep Informed:''' They have the ability to influence the attitude of the most powerful stakeholders. Their needs can be met by information.
* '''Keep Satisfied:''' They are relatively passive stakeholders, but in case of poor decision-making, they can become to an interested party with high power and influence.

===Stakeholder Assessment <ref name="Lust"/>===

The main objective of this tool is to assist on the mapping of the stakeholders and their interests in the project. It can be used to analyze and evaluate the importance of the project or organization, and assess the environment.

Each stakeholder might have several roles in the evaluation. These can be listed using the following table format (Figure 3):

[[File:Stakeholder_Assessment-02.png|600px]]

====Usage Mode====

1. Once identified, stakeholders must be located in the left column.

2. Identify to which category each stakeholder belongs to. These can be founders, employees, managers or members of the organization. It must adapt categories of stakeholders under the project or organization. You can also indicate whether a stakeholder:

* Is a fundamental part of the organization
* Is interested and committed to the organization
* Knows the organization but is not committed to the project
* Has a vested interest in destroying the organization, e.g.: competitors

3. Indicate the interests of stakeholders in self-assessment mode if each interested party will use the results to:

* Planning
* Organizational support
* Design of new programs
* Creating new strategies
* Implement changes

4. Identify the possible involvement or role of each actor in the self, i.e. if the stakeholder can:
* Be a data or information provider
* Make a decision on the results of self-assessment
* Benefit of change that arises from the evaluation
* Any other benefit

==Notes==

==References==
<references>

<ref name="Chinyio"> Chinyio, E., & Olomolaiye, P. (Eds.). (2009). Construction stakeholder management. John Wiley & Sons. </ref>
<ref name="Mitchell"> Mitchell, R. K., Agle, B. R., & Wood, D. J. (1997). Toward a theory of stakeholder identification and salience: Defining the principle of who and what really counts. Academy of management review, 22(4), 853-886. </ref>
<ref name="Johnson"> Johnson, G., Scholes, K., & Whittington, R. (2008). Exploring corporate strategy: text & cases. Pearson Education. </ref>
<ref name="Lust"> Lusthaus, C., Adrien, M. H., Anderson, G., & Carden, F. (1999). Enhancing Organisational performance. A toolbox for self assessment, IDRC. </ref>

Talk:Mapping stakeholders

2014-12-01T22:40:56Z

Lugama3:

== Peer review from Eniram ==

Formal aspects:

* I don't think there is any spelling errors, maybe a few; however, maybe you would like to choose between British or American English and use always the same (analyze vs. analyze)
* Your article is not always grammatically correct; some sentences does not have a verb! This usually occurs when you make lists, and you made a lot.
* About punctuation: after you use colons (':'), especially when you define terms, you should start a new sentence (subject + verb + complement) that comes as an explanation; what I mean is that the term you define should not be the subject of the sentence coming after the colon, or that means you do not need the colon.
* Your sentences are really succinct, sometimes too much (I think); it can be hard to get to the point.
** ''I think i need a whole overview of the whole articule, so I had into account all the past points in a new reading for corrections.''
* You chose nice and clear figures that illustrates your points well
* It would be nice if you could add a figure for the part about the power/interest grid, to have a visual idea of what it is
* You don't really refer to your figures in the text; the reader understands that you are writing about the figure, but it is not directly stated
* I think you made the figures yourself, am I right? So in this case there is no copyright issue.
**''Thank you for the good comments! now I included the figure for the third method and I referred all of them in the articule''
* The general formatting is correct; however in the part about the salient model and more specifically in the "classification" part, don't start a new paragraph for the definition of each term, but write it next to the term it defines.
** ''you are right, is also something to correct''
* Your references are not organised properly: the references 1, 2 and 3 refer to the same reading material.
**''I didn't knew how to do it properly, but now I used the same reference for the three parts ''

Content aspects:

* I was really confused about the summary. Are you talking about stakeholders mapping here? Who are 'they'?
* Is your article only about construction projects?
**''this last to are also gramma mistake to correct''
* Your article is interesting but you don't really introduce it. From my point of view, the article is missing a proper definition of a stakeholder, and an explanation about why it is so important to manage them and why the mapping techniques you describe are important.
* Your article clearly relates to project management and stakeholders analysis, but you never say so; maybe you could explain the role of the stakeholder mapping in project management, at which phase of a project it is important and why, at which stage of stakeholders analysis is stakeholders mapping involved, etc.
** ''there is already an articule about stake holder analysis, maybe i should link it in my articule''
* About the length of the article, I honestly do not like very long wiki articles, because you never find what you want. But here, I think your article is too short.
**''Now is a little bit longer, but as you said, I also don't find wikki long articule to handy''
* Two of the mapping methods you present are quite detailed, while the third one is really short.
**"i needed to work more on this third articule, and I did it''
* You are very succinct all along; I think that what you write about is obvious to you, so you don't feel the need to explain a lot; however it is not for the one who reads, and it is sometimes difficult to follow you.
* I think that you miss some introductions to your elements, in order to contextualise them, for example explain the origins of the methods, what kinds of organisations use them and for what kind of projects...
* Overall, for me your article is a statement, a description. You do not provide any explanation, contextualisation or analysis of what you are writing about.
**''I tried to improve a bit in the structure of the articule to make it more understandable, but some things may be known by background( like the stake older analysis)''
* There is no real flow in your article. I see it more like a big list.
**''i find it more easy to understand, but is a good point to consider''
* I didn't go through the sources, otherwise you would never have had this review today, but the sources seem sufficient and of high-quality (academic papers)
* You made references in your titles: does it mean that all the paragraph is written from what you read in only the one paper referenced? Or do your paragraphs contain some of your ideas? It is not clearly possible to know when you write about your ideas or someone else's.
**''they mean to be based on the original theories, but they are also my ideas''

this was a hard but really useful feedback, I really appreciate this!! thank you so much for your inputs :)

= MartinKruck peer review =

==Formal==

* Few punctuation errors. Remember capital letters.
* The sentences are very compact. Try to ad some more "meat".
* Great figures for Stakeholder Assessment and Salience Model. Makes you miss an equally great figure for for the power/interest grid.

==Content==
* I find the article very interesting. You are off to a good start, but lose commitment already after the introduction.
* I find your article too short as it is right now. Try elaborating more on everything except maybe the preliminary summary, which only need minor changes.
* When doing bullets, describing different aspects of a case, you should start the bullet the same way every time. Especially in the classification part.

==General comments==
*I think that you can dive deeper into your article and elaborate much more on the different aspects. When writing remember to have an explanation, an analysis and preferably a discussion/conclusion

Otherwise I see great potential in this article. You are touching one of the lighter parts of APPPM, but that does not make it unimportant. One of the pitfalls is that you easily takes your knowledge for granted, so be aware of the needs of the reader.

Keep up the good work!

== Extra from Tallimac ==

Hey Fellow APPM-mate

Looks great and i love the 7edge circle.

The classification looks kind of messy - i would suggest that you maybe make some kind of table or other to make it easy to read
For table i use a really easy setup stolen from the [[Complexity]] site or udner bubble diagram

= reply to MartinKruck =

==Formal==

* Few punctuation errors. Remember capital letters.
* The sentences are very compact. Try to ad some more "meat".
* Great figures for Stakeholder Assessment and Salience Model. Makes you miss an equally great figure for for the power/interest grid.
** ''thank you so much for the good comments, I already had a second look to fix the grammar/ spelling/ Punctuation, re structured the sentences and improve the power/influence grid!''

==Content==
* I find the article very interesting. You are off to a good start, but lose commitment already after the introduction.
* I find your article too short as it is right now. Try elaborating more on everything except maybe the preliminary summary, which only need minor changes.
* When doing bullets, describing different aspects of a case, you should start the bullet the same way every time. Especially in the classification part.
**''I tried to get a little bit more deep into the themes, and improve the understanding of the articule, also to write mor about the power/influence grid, because was to short. I find bullet points really useful in wikki articules, so I will keep working on that ''
==General comments==
*I think that you can dive deeper into your article and elaborate much more on the different aspects. When writing remember to have an explanation, an analysis and preferably a discussion/conclusion

Otherwise I see great potential in this article. You are touching one of the lighter parts of APPPM, but that does not make it unimportant. One of the pitfalls is that you easily takes your knowledge for granted, so be aware of the needs of the reader.

Keep up the good work!

Thank you some much for the fed back! I really appreciate your comments and the nice tone you use to say things :) I will tried to improve from your addings!!

== Extra from Tallimac ==

Hey Fellow APPM-mate

Looks great and i love the 7edge circle.

The classification looks kind of messy - i would suggest that you maybe make some kind of table or other to make it easy to read
For table i use a really easy setup stolen from the [[Complexity]] site or udner bubble diagram

**[[Yes you are write, I will try to write in a better way to be clear, but a table will also be really useful to be clear at the classification]]

Thank you so so much for your feedback :)

2014-11-25T03:09:17Z

Lugama3:

[[Category:Stakeholder Analysis]]

It is the term used to describe the process of stakeholder analysis graphically, so that those involved can be understood from different points of view.
With the stakeholder mapping is to facilitate the reading of the various analyses to be carried out, for better understanding and comprehension.
During investigations it is common to develop ways of presenting the data they have collected. The organization of data allows classifying and reviewing the information collection for valuable information.
The representation of the content allows comparing contrast with the known data collected, or simply allows others to absorb or understand the data more easily. In the world of construction projects, the most effective presentation of the data is graphical or pictorial. <ref>Chinyio, E., & Olomolaiye, P. (Eds.). (2009). Construction stakeholder management. John Wiley & Sons. </ref>

==Objectives<ref>Chinyio, E., & Olomolaiye, P. (Eds.). (2009). Construction stakeholder management. John Wiley & Sons. </ref>==

*Develop a useful list of the Stakeholders.
*Evaluate the main characteristics of each participant.
*Present information in a way that helps the project team to implement effective stakeholder management initiatives.
*Replace Subjectivity with objective measures.
*Make de measure process easy to understand.
*Facilitate the review of the stakeholder’s analysis.
*Simplify the updating of the analysis during the construction phase.

==Mapping methods==
Below are mentioned the stakeholder mapping techniques better known and commonly used.<ref>Chinyio, E., & Olomolaiye, P. (Eds.). (2009). Construction stakeholder management. John Wiley & Sons. </ref>

===Salience Model<ref>Mitchell, R. K., Agle, B. R., & Wood, D. J. (1997). Toward a theory of stakeholder identification and salience: Defining the principle of who and what really counts. Academy of management review, 22(4), 853-886. </ref>===
The Salience Model is used to help identify the needs of a stakeholder. Unlike other methods, this model uses three dimensions to classify the stakeholders: power, legitimacy and urgency, which are defined as:
*Power: is the ability of a social actor influence over another social actor to do something that would not have done otherwise, such a way that the results of a project or organization are affected. Some associate terms are:
*Legitimacy: Is the level of authority or having an actor involvement in socially constructed system of norms, values and beliefs system. E.g.: the authority of a stakeholder in a project.
*Urgency: The degree of attention stakeholders need, i.e. is the expected time to meet the expectations of the concerned.
*Salience: the degree to which managers or researchers prioritize the satisfaction of the needs of stakeholders.

This three-dimensional view of stakeholders, needs and expectations of a project may help researchers reduce key stakeholders.

====Graphical representation====
A Venn diagram represents it as you can see below.

[[File:Salience_model.png|750px]]

====Classification====
Stakeholders are classified into 4 salience levels, High, Medium, Low and null. Likewise each combination between power, legitimacy and urgency, requires different attention.

=====Latent Stakeholders=====
It is only when you Dated an attribute (power, legitimacy or urgency) to the interested party.
The relevance will be low as managers take only one of the attributes into account

*Dormant
Those who have power but no legitimacy and urgency in their requests

*Discretionary
It has legitimacy, but no power or urgency

*Demanding
Urgency but has no power or legitimacy

=====Expectant Stakeholders=====

The priority is medium as managers take two of the attributes into account. Is in between a passive and active level that requires certain attention to be satisfied.

*Dominant
Is the situation in which the parties are both powerful and legitimate time, but do not have the urgency. Should focus on your expectations, but provided there is no great urgency.

*Dependent
According to the model, these stakeholders have no actual power in the project. However, they need to be managed, as they can quite easily choose to side with other stakeholders and thereby influence the project.

*Dangerous
Named appropriately, these actors have the power and urgency, but without legitimacy, therefore they have demands on the project without actually being a part of it.

Such stakeholders should be kept satisfied by ensuring an adequate participation.

=====Definitive Stakeholders=====

They need to be providing of focused attention, as their requirements are related to the three attributes (power, legitimacy and urgency). Its priority level is high.
=====Non Stakeholders=====
Their priority level is null. These people are not interested in the project. Investing time and effort in this type of people do not help you get the results of the project in anyway.

===The Power/Interest Grid<ref>Johnson, G., Scholes, K., & Whittington, R. (2008). Exploring corporate strategy: text & cases. Pearson Education.</ref>===

===Stakeholder Assessment<ref>Lusthaus, C., Adrien, M. H., Anderson, G., & Carden, F. (1999). Enhancing Organisational performance. A toolbox for self assessment, IDRC.</ref>===

The main objective of the tool is to help map stakeholders and their interest in the project. It can be used to analyze and evaluate the importance of the project or organization, and assess the environment.

[[File:Stakeholder_Assessment-02.png|750px]]

====Usage mode====

# Once already identified stakeholders must be located in the left column.
# Identify which category each stakeholder. These can be founders, employees, managers or members of the organization. It must adapt categories of stakeholders under the project or organization. You can also indicate whether a stakeholder:
#* It is a fundamental part of the organization
#* Interested and committed to the organization
#* Knows the organization but is not committed to the project
#* Has a vested interest in destroying the organization, e.g.: competitors.
# Indicate the interests of stakeholders in self-assessment mode if each interested party will use the results to:
#* Planning.
#* Organizational support.
#* Design of new programs.
#* Creating new strategies.
#* Implement changes.
# Identify the possible involvement or role of each actor in the self, ie, if the stakeholder ca:
#* Be a data or information provider
#* Make a decision on the results of self-assessment
#* Benefit of change that arises from the evaluation.
#* Any other benefit

==Notes==
<references />

2014-11-25T01:23:30Z

Lugama3:

Mapping stakeholders

2014-11-25T01:18:54Z

Lugama3:

File:Salience model.png

2014-11-25T01:08:54Z

2014-11-24T21:40:22Z

Lugama3:

[[Category:Stakeholders analysis]]

It is the term used to describe the process of stakeholder analysis graphically, so that those involved can be understood from different points of view.
With the stakeholder mapping is to facilitate the reading of the various analyses to be carried out, for better understanding and comprehension.
During investigations it is common to develop ways of presenting the data they have collected. The organization of data allows classifying and reviewing the information collection for valuable information.
The representation of the content allows comparing contrast with the known data collected, or simply allows others to absorb or understand the data more easily. In the world of construction projects, the most effective presentation of the data is graphical or pictorial.

==Objectives ==

*Develop a useful list of the Stakeholders.
*Evaluate the main characteristics of each participant.
*Present information in a way that helps the project team to implement effective stakeholder management initiatives.
*Replace Subjectivity with objective measures.
*Make de measure process easy to understand.
*Facilitate the review of the stakeholder’s analysis.
*Simplify the updating of the analysis during the construction phase.

Mapping stakeholders

2014-11-23T02:19:52Z

Lugama3: Created page with "what why how"

what why how